Design for Transformation, Growth, and Scale

Modern, product-obsessed, human-centered organizations understand the value of applying design as business strategy, identifying future demand and envisioning new offerings by asking what’s desirable, possible, and viable.

These companies are also creating significant value by applying design broadly across their organizations: empowering employees, aligning stakeholders, transforming businesses, and making innovation scalable. 

Below are six strategies in which modern organizations are leveraging design to align, strengthen, and prepare teams for growth and scale.  

1. Embedding design principles in every function and BU to align organizational priorities and empower collaboration.

Modern organizations are developing sets of design principles that align the company’s purpose, each business unit’s/department’s growth opportunities, and their users’ emerging needs.

By creating this detailed level of aspiration, and by making each area’s principles known throughout the organization, cross-silo teams have a better idea what information, talent, and assets could be shared and leveraged. Proactive communication and coordination increase across the company. Continuous learning becomes a mindset and processes continue to iterate and improve.

Additionally, strategic hiring, retention, and development are enhanced. Return on invested capital goes up. Marketing becomes more integrated and effective. Ultimately, teams become empowered to explore myriad possibilities with confidence that their solutions will align with company values and direction.

For Allstate’s new digital safety business, IA Collaborative helped develop guiding principles and embed “who we are, what we do, and why we do it” into the talent lifecycle.

2. Championing user research and storytelling to connect user needs with business opportunities. 

Companies that conduct continuous user research to inform ongoing product development and innovation are far more likely to stay ahead of changing customer needs and maintain market leadership. 

To maximize research efforts, modern companies are transforming insights into compelling communication that can be broadly shared across the company. Video, print, and digital media can bring insights to life though user stories embedded with insight. These narratives inspire teams to create user-centered solutions that drive business strategy, offerings, experiences, and operations.

Through thoughtful design, unfamiliar concepts are easily digested and novel ideas are brought to life, helping both the enlightened and novice business leader learn, adopt, and grow.

For the young athletes team, IA Collaborative conducted research with 10-year-old “elite” athletes and synthesized insights into a video, book, and team space to inspire future offerings.

3. Envisioning user-centered value propositions to evolve current and future offerings.

Led by user insight and fueled by cross-discipline collaboration, modern organizations continuously consider updates to their value propositions and customer targets; identifying opportunities for product extension and market expansion. 

To ensure new directions are not only desirable to users, but also possible and viable for the company to deliver, teams visualize high-level user experiences while assessing new capability needs and investment requirements. 

For Samsung, IA Collaborative designed an omni-channel wearables strategy that led to the development of Samsung’s current wearables product line.

4. Seamlessly integrating new partners into the business ecosystem.

Most acquisitions fail to deliver value greater than their cost of capital. When considering new potential acquisitions or detailing the integration plan for already-acquired businesses, modern companies take a user-first approach toward determining how newly combined assets might be leveraged. 

To create competitive advantage, teams envision opportunities that could enhance current or enable entirely new experiences, offerings, business models, and internal processes. All latent, underutilized assets are uncovered through cross-functional cooperation and diligence. 

Armed with design principles, teams define which components and operating models should remain independent and which should become integrated or divested. Internal user journeys can also be defined to inform operating structures and decision-making processes.

Based on human-centered scenario planning, an integration roadmap is established; maximizing value from the acquisitions while avoiding cannibalization and cultural conflict. 

Oftentimes, teams will initially isolate new acquisitions to preserve value and assess opportunities. Next, teams iteratively incubate aquirees’ ideas within the parent organization, followed by strategic incorporation of key capabilities into their core business. After successful piloting, the last stage is full integration of customer experiences, operations, and cultures.

5. Enabling ideal customer experience through organizational transformation.

When seeking to change the way parts of their organization work, modern companies begin by identifying a bold user-centered vision though cross-functional collaboration. 

Teams facilitate service blueprinting work sessions where user, customer, and partner needs are mapped to customer sales and service capabilities; tools, features, and programs; and operations, policies, and technologies. To activate the vision and blueprint, new collaboration models are often required, bridging organizational silos and establishing new incentive structures and shared goals. 

For United, IA Collaborative traveled over 150,000 miles to observe flyer and agent behavior, established a 5-year vision and rigorous near-term roadmap (product, ops, back-end), and designed an award-winning app and digital ecosystem.

6. Business prototyping to prioritize new online and offline experiences.

Even for digital-first companies, much of a customer’s experience occurs offline. By incorporating lean methodologies with design thinking, modern companies simulate and iterate evolutions — and entirely new versions — of offerings, operations, and profit models. 

Through low-fidelity prototypes, teams make experiences feel 100 percent real to customers (before incurring the expense of new operations or assets) and gain data from “in real life” interactions among customers, employees, and partners. Operating models can also be feasibly tested, where teams are built, trained, and expanded quickly. 

With this iterative approach, leadership gains valuable real-user data, otherwise unavailable without business prototyping. Prototype data indicates which projects have the most merit, and what makes the most sense to fund and scale.

IA Collaborative and Dexcom prototyped a functioning new diabetes management platform “Sweetspot” to define business models, user needs, and operational strategies. This prototype-turned-business-offering is now the only diabetes software integrated with Apple Watch and Apple HealthKit.

Designing for Change, Growth, and Scale 

In summary, by incorporating human-centered design principles within each functional discipline and business unit, companies are signaling priorities and facilitating collaboration across the company. By evangelizing user research and storytelling across the organization, everyone becomes empowered by customer insight to guide their work. By infusing human-centered and systemic thinking within offering, integration, and transformation strategies, teams are envisioning and capturing new and unexpected value. By business prototyping online and offline experiences, leadership is making better-informed product and service investments.

By infusing a design process and mindset throughout their organizations, modern companies are creating a human-centered, systemic culture; and aligning teams to lead change. 


Elevating the Impact of Service Design

On Wednesday, July 18, we welcome the Service Design Network Chicago chapter for a presentation about IA Collaborative’s service design work and methods, followed by mixing and mingling on our rooftop.

Elevating the Impact of Service Design: At IA Collaborative, we practice service design as just…Design. Because we believe that no matter who you’re designing for—or what you’re designing—a “service design mindset” is critical to understanding and addressing the complete experience of your users. Through the lens of our recent work for Hyatt, Nike, and more, we’ll share how we’ve elevated the impact of service design to ultimately inspire brand evangelism, drive lifelong customer loyalty, and create disruptive business impact.

For tickets and further info, click here.


06:30 pm


IA Collaborative
218 S. Wabash Ave., 9th Floor
Chicago, IL 60604

Design as Business Strategy: Key Principles of Successful Design Strategy

The importance of design and “Design Thinking” to organizations and corporations across the world, has never been more prominently recognized than it is today. Designers hold top positions at global companies like Nike, Apple, Phillips and Johnson & Johnson. Disruptive companies like Airbnb, Kickstarter and YouTube were co-founded by designers. Top business schools at universities like Harvard, Stanford, Northwestern and John’s Hopkins have incorporated Design Thinking into their programs as required education, pioneering multi-disciplinary programs, and dual degrees. Looking ahead to the next generation of new companies and startups — 87% of them believe design is important to their business, and 85% of them have C-level executives weigh in on design decisions. Even the United Nations recently leveraged Design Thinking at the “AI for Global Good” Summit.

At IA Collaborative, we have practiced what is commonly known as “Design Thinking” since our founding in 2000. We were an early pioneer of human centered design and one of the first to link it to business strategy and innovation.

Today, we work at the forefront of design with the world’s top companies and brands — and yet, as popular as the term Design Thinking has become, we recognize that many executives are still new to the notion of design in a business and organizational context. For them , and anyone else who is just starting to engage in this kind of work ,  we want to share our perspective on design thinking, what it delivers, and share key principles for applying it to your own projects and initiatives.

Design Thinking: An Overview

The term “Design Thinking” has been described as a strategy, an approach, a methodology and a mindset. When people use Design Thinking in business, it means quite simply: applying the principles of problem solving most commonly associated with the design of products and services, to solve complex business challenges.

For those new to this space, the following are three foundational principles of Design Thinking that will give you instant credibility in any situation where the term is introduced:

Principle #1: Human Centered Design – Live the Problem to Design the Solution.

A foundation of Design Thinking is that observation of human behavior leads to insight. “Live the problem to design the solution” means observing the experiences of your users  and  getting as close to their lives as possible.

It’s not what people say, it’s what they do.

Designers know that people can’t articulate their unmet needs. But, if you know how and where to look, people can often “show” you what they want to achieve. This can be seen in work-arounds, or other patterns of behavior that users often do without realizing why. By observing what people actually do, not just what they say they do, you can design what people never knew they needed, but now can’t live without. A few real-world examples that help illustrate this point:

When designing a new appliance for Indian conglomerate Godrej, we visited the multigenerational homes of Indian families and discovered that for them, owning an appliance is a source of pride akin to owning a home or a car in America. Families blessed their appliances upon arrival to the home and annually celebrated the anniversary of this “family member” by baking a cake — a deeply human insight that we never would have known through a phone interview.

When designing a new operating room (OR) and patient experience for Johnson & Johnson, we scrubbed in for surgery and observed surgeons in their natural work environment. As just one example within a much larger project, we observed surgeons creating elaborate workarounds to make up for bad packaging design of surgical instruments. It never would have occurred to the surgeons that packaging was the problem, because working around it had become second nature to them. Simply by observing them in the context of their real work, we uncovered an immediate, “must do” opportunity for innovation.

When Nike engaged IA Collaborative to understand and bring to life a powerful yet under-addressed target market — the youth athlete — we went to the basketball courts and spent time with the families of sport-obsessed 10-year olds to capture their mindset, lifestyle, and deepest aspirations. This approach revealed a winning brand experience strategy for Nike that would forge a lifelong bond between the brand and youth athletes.

Principle #2: Iterative Design – Stay Connected to Your User.

For a designer, user insight is not a “phase.” Innovation is an ongoing process of iteration and collaboration based on user insight. No matter what your role, the job of the multidisciplinary team is to uncover insights, build strategies and concepts, and continually connect with users at all stages of the journey to refine an offering.

We recently prototyped a new service business for our diabetes management client, Dexcom. Through our human-centered, observational research, we uncovered what people really wanted from their Dexcom continuous glucose monitor (CGM): a predictive, digital service that would tell them what to eat and when to take medication before an emergency occurred. But to develop the actual service, we built all the elements of a real business — including prototypes of digital screens, which we progressed to higher and higher fidelity — and continually brought new versions of the service to users across the diabetes management ecosystem: patients, HCPs, administrators and caregivers. By gauging reactions to early designs, we were able to fix potential problems before we wasted development time, and ensure our solutions met the needs of all stakeholders, not just the diabetes patient.

Dexcom CLARITY was launched in 2015, and in 2016 Dexcom realized YoY revenue growth of 42% reach nearly $600M in sales. The company has since grown to a market cap of over 6 billion, with users evangelizing the Dexcom CLARITY service on social media. A further testament to the platform, Dexcom has been selected as the only diabetes data provider to be integrated with Apple Watch, due to the “game-changing,” human-centered, and systemic nature of its design — all of which could never have been achieved without continuous connection to Dexcom’s users throughout the design process.

Principle #3: Systemic Design – Maximize Impact.

There is a vast difference between an idea and a viable offering.

Breakthrough business offerings never exist in isolation. It takes a systemic approach and multidisciplinary team to execute and operationalize any impactful innovation. At IA Collaborative, we use a framework called the Seven Elements of Design Innovation™ as a means to consider and take action on the various components necessary to bring a new product, service, experience or environment to the world.

IA Collaborative’s Seven Elements of Design Innovation

The Seven Elements are as follows, with corresponding key questions to answer within each:

  • User Experience: What are user wants, needs, and potential?
  • Brand: What relationship will users like to have with us?
  • Channels: Where will users engage throughout their purchase journey?
  • Profit Models: What will users value and how will we derive profit?
  • Partners & Resources: What user needs will be served if we leverage others’ capabilities and profit models?
  • Process & Structure: What systems and internal capabilities will we leverage or evolve?
  • Offering: What platforms, products and services will be rewarding to deliver?

Innovation requires systemic thinking. And regardless of where the initial “spark” comes from, it means always considering these seven lenses and collaborating with the right people in your organization to identify, develop and operationalize new business opportunities.

This is just an introduction for applying Design Thinking to take on complex challenges. Leading businesses in every industry are elevating the role of design far beyond the aesthetic and functional components of creating new experiences. Design is being leveraged as the strategy and process to set vision, create breakthrough businesses, and create cultures of innovation.

IA-Designed Diabetes Management Service is Partnering with Apple Watch

IA Collaborative worked with Dexcom, a leading provider of continuous glucose monitoring systems, to create the Dexcom CLARITY diabetes management service (view the full case study here). Now, Dexcom has been selected as the only diabetes data provider to be integrated with Apple Watch, due to the intuitive, human-centered, and systemic nature of its design. Dexcom’s life-changing glucose monitoring data is highlighted in this Apple Watch ad as an example of how smart design and technology can help us all lead better lives and reach our full potential.

IA Collaborative’s Dan Kraemer on Design Strategy for Brands

“In the future, only well-designed brands and products will survive. But only the well-designed organization will win.”

IA Collaborative Founder and Chief Design Officer Dan Kraemer was profiled in Branding Magazine on the power of design thinking and design’s elevated role in the future of brands.

Read on to learn more about IA Collaborative’s perspective on how organizations can foster a design-minded culture of innovation.

Read the article here.

Watch the video here.

Embracing Design as a Business Value

How to create a culture that leverages design – in the right way – for business impact

Every company is fundamentally built on innovation. In the beginning, each sets out to address a challenge that only their business model or experience can solve. But as most companies mature, the need to drive revenue and generate bottom line results encourages a focus on optimization and scale, over exploring new ways to deliver value, and prototyping businesses for future growth.

This tension between optimization and innovation plagues CEOs and innovation leaders, in every industry, on every continent, with Boards mandating quarterly results and innovation leadership in the same breath.


“Mature corporations are bad at innovation by design. All the pressures and processes that drive them toward a profitable, efficient operation tend to get in the way of developing the innovations that can actually transform the business.”

– Maxwell Wessell, General Manager of and Management Lecturer at the Stanford Graduate School of Business


This is one of the pivotal reasons many once-thriving companies fold, and even entire industries collapse. How can a company avoid becoming the next Blockbuster, Xerox, or Blackberry?

Companies that understand and embrace design – not only as a cosmetic or visual differentiator, but as a mindset and strategic approach to business – will ensure they create value for customers and shareholders even as competition and technology rapidly shifts.

Start-ups clearly embrace this notion: 87% of them believe design is important to their business; 85% of them have C-level executives weigh in on design decisions; and 31% of them are even founded by designers.  Start-ups are embracing design to create new value, and disrupt markets, but startups are not the only organizations leveraging design for business value.

Well-established companies are also making bold moves to embrace design as a mindset and strategy to evolve and re-think long-held assumptions – and ultimately protect their leadership positions.


Making Bold (Design) Moves

Half measures are death for big companies, because people can smell lack of commitment. When you undertake a transformation…you’ve got to be all in. You’ve got to be willing to plop down money and people.”

– Jeff Immelt, former chairman, General Electric


Huawei: an innovative organizational structure

Huawei is a 200-year old Chinese manufacturer best known for selling antennas and base stations. However, since 2016, the company has been innovating toward its goal to overtake Apple and Samsung and become the globe’s number one smartphone maker within the next 5 years – and recently announced its ambitions to become a major global player in cloud services. How will they do it? Huawei is employing an iterative organizational structure where three different executives rotate through the company as CEO each year to empower this level of growth. This iterative approach to management is consistent with a fundamental principle of design, most commonly seen in product development. In iterative design a prototype is rapidly created, often in lower fidelity, to learn what’s working, and then iterated again in pursuit of continual learning and improvement. Different strategies are explored with each iteration, and the promise of future iterations makes each cycle less precious and therefore more open to change. Huawei’s iterative structure captures these same benefits, but at the organizational level – enabling the company to regularly learn and evolve the direction of the whole company. The promise of future leadership change makes the company more nimble, and more able to respond to opportunity.


Cisco: aggressive investment in new ventures and technology

This tech giant unveiled a 5-pillar innovation strategy a few years ago to ensure design was at the center of their organization. The pillars are focused on Build, Buy, Partner, Invest and Co-Develop to prioritize their company offerings. While this is a basic framework – the more interesting aspect of it is the staggering numbers related to strategic business investment: a $2B portfolio of investments; 100+ global startup investments; an acquisition rate that would make most corporate lawyers shudder; 180+ company acquisitions and an intense focus on patent development with over 19,000 patents pending – 7,000 of them in software innovation. While the numbers are impressive, the design principles Cisco has employed in activating their 5-pillar strategy focus on disruption and taking smart risks. These two principles are critical for tackling the right design challenges, and while potentially more risky – they have proven pay-off for business model disruption.


Your Path Forward: Creating a Company That Embraces Design as a Business Value

I applaud Huawei and Cisco for their bold actions, and the strategic risks they are taking to achieve business value through design, but I’m not inferring that these examples are right or possible for every company. However, there are some very foundational and practical ways to ensure your company is on the right path to embrace design as a business value. In other words – design as a strategic business value and differentiator has more than arrived…but how do you put it into practice? 

For the leaders at IA Collaborative, these foundational steps are ones we find ourselves guiding our clients through time and time again to put these values into practice:

1. Knowing What “Good Design” Looks Like – And Executing It.

I’ve had numerous conversations with executives at Fortune 100 companies around the basic principles of design. Many times, the first portion of the discussion starts with the question – “what does good design look like?” or point-blank admitting, “we don’t know what good design looks like.” I applaud these executives for their candor, because what they are really acknowledging is an understanding that design is not only an outcome, but a mindset – which is a huge, first step in the right direction towards embracing design for business value.

First let’s address the design outcome perspective. A fundamental challenge related to design deliverables is that a company without designers or design leadership is still forced to make design decisions – and therefore, most likely, they are not making the right design decisions for what that company truly needs. A common scenario I’ve seen in larger organizations is that a conglomerate of agencies is actually making independent design decisions – based on narrow channel vision, subjective “gut” feeling, and an internal team accepting whatever that agency says is a best practice at that time without having the appropriate background and skillsets to make an informed decision. There are no checks and balances. No guiding voice, and thus, a lack of solidly delivered design.

From the mindset perspective, designers approach designing a solution in systemic, iterative and disruptive ways.  The famous Steve Jobs quote embodies this perfectly: “Most people make the mistake of thinking design is what it looks like. People think it’s this veneer – that the designers are handed this box and told, ‘Make it look good!’ That’s not what we think design is. It’s not just what it looks like and feels like. Design is how it works.”

To create good design, you need to have team members whose job it is to ensure a system of companywide design alignment, checks and balances. You must have a design management structure in place that either sits on the executive leadership team or reports in to it; some type of organization-wide structure related to design decision making, influence, and investment. In 2015, 9 of the top 25 venture-backed startups had designers at the helm (1). Having designers in leadership positions can be one of the largest indicators to ensuring you are executing “good design.”

But where do you go if you’re currently “all in” on the production design / agency model and don’t have employees understanding and embracing a design mindset? You start at the foundation.

We’ve worked with global leaders to dive deep into their current design ecosystems – at various levels of conceptual and design scale – to uncover where their design maturity lies and uncover their potential to execute “good design.” One framework that does a great job breaking down the elements of design decisioning is from “Org Design for Design Orgs; Building and Managing In-House Design Teams” by Peter Merholz and Kristin Skinner. The framework considers design on many scales – from the broadest 10,000-foot level of a company’s structure, down to the 10-foot view of the designed artifact; things like interfaces, layouts and material finishes.

In considering this framework, we’ve helped companies assess their needs at each of these “feet levels.” This has resulted in everything from redefining a company’s structure to creating a new digital design language to leverage across an ecosystem of a company’s digital offerings.

Take the steps now to help your company consider design as not only an output but a mindset, and understand what good design is and what it looks like for your company.

2. Integrating Customer Insight into Everything You Do.

According to a global study of 1,500 CEOs, chief executives prioritize gaining customer insight far above other decision-related tasks and rank ‘customer obsession’ as the most critical leadership trait (2). At IA Collaborative, we always counsel our clients that customer insight isn’t a phase, a point in time, or a check box – it’s something you do at all times in a project and becomes engrained in your company’s DNA to make the most effective design decisions.

But let me clarify what type of customer insight are we recommending. While there are thousands of methods to gain customer insight, the ones to prioritize as part of your innovation efforts are those that are more exploratory in nature – e.g., personal immersions, ethnography, observational studies and contextual interviews. While more evaluative research methods like surveys, focus groups and usability tests are helpful and have their place in making incremental improvements to an offering, exploratory methods are the ones that lead to breakthrough innovation.

It’s one thing to pay lip service to this notion; it’s another thing to actually prioritize these approaches in your process. It’s pretty common to hear, prior to a project kick-off with a new client – “We already have customer insights to leverage.”  Only to find out that the insights were derived from usability testing or a quantitative survey. Let’s have a moment of honesty here:  how many times have you taken a survey and lied? From the doctor’s office (“I always take my vitamins and exercise 5 times a week!”) to a survey about your home energy habits (“I always turn all the lights off when I leave the house!”) – the reality is more likely that you hit the gym once a week if you’re lucky, and your house is lit up like a Christmas tree because your energy costs are too low to hit you where it hurts.

If a healthcare company took the doctor’s office data at face value, they would think none of their potential customers have bad health habits. By the same token, the home energy company would assume that everyone attempts to be a responsible steward of natural resources. In taking these answers at face value, they’ve missed a valuable opportunity to observe the space between what people say they do, and what they actually do. Spoiler alert – it’s usually different. That’s where the best ethnographers and designers employ observation-based research to understand the real truth around customer needs in order to design the right offerings. Offerings that make a customer say, “I didn’t even know I needed this, but now I can’t live without it.”  And this type of research should not just be employed during an upfront Discovery phase – it’s iterative throughout.

Customer insight should be continually leveraged to deliver the “good design” that every consumer has come to expect – regardless of your company type or offering.

3. Creating an Environment Where Design Can Thrive.

Look around you in your work environment right now. Are you in a space that inspires you to design, to create, to build, to make? Do you have a diverse group of people at your fingertips to bounce ideas off of and collaborate with? Do you have the tools to sketch and draw? Many companies de-emphasize the importance of spatial and environmental design in their efforts to become design-led; and yet, user experience for their employees is just as important as the user experiences they’re designing for! A thoughtfully and strategically designed space leads to better collaboration and better output, not to mention a space every team member is proud to come into and work at every day.

This does NOT mean I’m advocating to immediately knock down all walls and spend millions of dollars on superfluous details like an extreme color variety of Post-Its, foosball tables, or pour-over coffee stations. I am advocating to take a careful look at the way your employees actually need to work to execute good design.

The authors of Ethonomics: Designing For The Principles Of The Modern Workplace believe the workplace is ripe for reinvention. They say we can get there by using a different approach to design, “to explore new ways to create healthy, inspiring, and sustainable places in which people can feel good about where they are and what they do.”

Three years ago we had the opportunity to do just that – create our own office space to be a place where employees and clients alike would feel inspired to collaborate in and do great work as a result.  We turned the “customer insight gathering” on ourselves to define guiding principles for our own space, including considerations for the right areas of collaboration space; be it heads-down work, team work in project rooms or opportunities for serendipitous moments to connect and build; or the need for natural light and long views to directly impact team member’s health and wellbeing. This user-centric design approach to our space named IA Collaborative one of the 7 Most Exciting Workspaces in the World by Curbed in 2016, and we continue to iterate and evolve what the space can do to impact our team and work.

One great aspect of environment and work design – is that prototyping in this arena can cost almost nothing and be iterated on very quickly. Start by observing team member behaviors; see their challenges and barriers firsthand. If the water cooler is the only place for serendipitous interactions that inspire cross discipline collaboration – create more of those spaces. If employees need a mix of “heads down” focus time and active collaboration time; create space for both. If you have beautiful chairs and couches but nobody is actually sitting in them, find out why. Immerse yourself in the experience of your employees and you will be inspired to make more than a few changes.


Make Designing for Business Value a Reality

I’ve provided three actionable ways to start considering your company’s path to creating a design culture for business impact – and admittedly, there are many more interconnected and important steps to take to truly allow design to take root and flourish in our organization. However, I hope this has inspired you to make even one change and stretch the way you consider design in your company. We believe that it only takes one person to start the change, one action to get your team talking, one customer visit or even one day of working differently to be energized to help your company create tangible goals. Starting with any one of these steps – on a small or grand scale, will unlock business value that is just waiting to be discovered.


(1) “Design in Tech Report.” KCPB. 2016.

(2) “Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study.” IBM. 2014.


IA Collaborative Leads Disruptive Design Panel at MD&M East MedTech Conference

IA Collaborative’s Matt Alverson joins medtech industry leaders from MIT, Johns Hopkins, Medtronic and more, leading a panel discussion “Disrupting the Current Design Paradigm.”


12:00 am


MD&M East Medtech Conference
Jacob B. Javitz Convention Center
New York, NY


IA Collaborative Provides Design Strategy Support for AI for Good Global Summit

IA Collaborative is proud to provide design thinking support for the #AIforGood Global Summit hosted by XPRIZE and the United Nations ITU.


12:00 am


United Nations ITU
Geneva, Switzerland


IA Collaborative Gives Keynote Address at Design Thinking 2017 Conference

IA Collaborative’s Dan Kraemer joins industry leaders from Intuit, REI, Wells Fargo, Pfizer and more as a keynote speaker at the 2017 Design Thinking Conference in Austin. Dan will present “3 Initiatives Every Design Thinker Should Be Leading.”


11:00 am


Design Thinking 2017 Conference
W Hotel—Austin
200 Lavaca St, Austin, TX 78701